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Group 360 Assessments Are What We Do Best
Group 360 Assessments Are
What We Do Best

Origin recently conducted a 360 assessment of 13,541 managers
globally and across all levels within the client organisation issuing
11,893 individual feedback reports. By adopting our professionally
managed phased-approach all this was achieved in as little
as 2 months!
Click here to see how we can do the same for you.

Large-scale Online 360 Assessments
Large-scale 360 Assessments

“from the planning phase, through to the execution system,
and technical support, you have once again enabled
us to facilitate the process within the group, with confidence.
Of special note is your willingness to accommodate certain
special requests and deviations from the status quo.”
Nadine Fedeli -- Manager HR: PSS Talent Management
OD & Change Sasol Shared Services Sasolburg.
We can do the same for you. Click here.

Our Clients
Our Clients

Origin is the measurement solutions provider to some of South Africa’s most prestigious and successful organizations. Click here to see our client list.

Get In Touch With Origin
Get In Touch With Origin

Origin measures what matters most -
People, Performance, and Perceptions.
To get in touch with us click here now.

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Why Choose Origin?

Why Choose Origin?


We do the work. This frees up your resources to focus on daily tasks. Our dedicated team of young professionals have the know-how and experience to get a quality job done each and every time.

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360 Assessments

360 Assessments


What we do best. Origin has developed a proven, unique methodology for running 360 assessments.

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Get To Know Us

Get To Know Us


Origin is young and ambitious. The business has evolved over a period of some 15 years. We are now clearly focused on becoming the best measurement solutions provider in the enterprise feedback arena.

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What We Can Do For You

What We Can Do For You


Take the weight off your shoulders. All we need is a clear understanding of your measurement objectives and a list of people participating.

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Do you value values?

Posted on: June 6th, 2013 by Liesel Burrows

Values are like a beacon in the night. No chest pounding or big shot pronouncements are needed because if you live them, they will come. When I say “they” I mean the talent you need to run the organisation, the customers who buy your product, and the communities that you operate in… There is no big mystery to it. The problem is that you have to live it — and so many companies fall short.” Ron Thomas, Human Capital Strategist.

While they may be abstract, values are the compass that should guide your organisation’s thinking and actions. They are the foundation upon which a company and its success is built. The principles and values a company stands for reveals what is important in both business and life – how business should be conducted, its view on humanity, its role in society, the way the world works, and what is to be held inviolate. In outstanding organisations, the values and beliefs are deeply felt and reinforced by key individuals at critical junctures in the organisation’s history.

Thomas J. Watson Jr., CEO of IBM from 1956 to 1971, identified the first elements of IBM’s guiding philosophy; its core values and beliefs, and eloquently described their role in the life of an organisation:

‘I firmly believe that any organisation, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions. Next, I believe that the most important single factor in corporate success is faithful adherence to those beliefs. And finally, I believe the organisation must be willing to change everything about itself except those beliefs as it moves through corporate life.’

Most companies – including IBM and HP – have more than one core value and belief. Tom Watson lists IBM’s three most fundamental values as: respect for the individual, unparalleled customer service, and the pursuit of superiority in all that the company undertakes. Some companies have developed a more extensive set of core beliefs.

However values should go beyond just words in a document. Employees, and more importantly an organisation’s board members and senior executives, must embody the associated values’ principles in all of their dealings with internal and external stakeholders. In particular, it is the words and actions of employees’ immediate supervisors that impact most on employees’ own behavior. It is therefore crucial that board members and senior executives pay attention to the manner in which their mid-level managers are behaving. In addition, effort should be spent on incorporating ethics, fairness and integrity into the talent management framework. By doing so ethical behaviours are taken into consideration when managing performance, career planning and determining compensation and rewards. Whichever manner you choose to articulate your values, it is imperative that you also have means and intent to measure them, to have an on-going process to evaluate how well your company is doing at upholding its most important asset – its ethics and values.

How is this possible? Partnering with Origin 360 Assessments, we can help you to measure and assess the extent to which employees perceive themselves and others are acting ethically and embodying the values of their organisation.  The results of such analysis will prove invaluable in giving grounds for rewarding adherence or informing management should there be a need for positive reinforcement and recalibration.

Sources:

http://www.business-standard.com/article/management/nurturing-organisational-values-110112200051_1.html

http://www.tlnt.com/2012/08/27/organizational-values-live-them-and-they-the-talent-will-come/

Impact of Organisational Values on Business Performance, by The European Centre for TQM.

The people side of Risk Intelligence, by Deloitte.

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